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Exploration Strategy Master
Exploration Strategy Master
Strategy
Contents
1. Foreword 3
2. Executive summary 4
3. Introduction 5
4. Current status 6
4.1 Introduction 6
5.1 Introduction 7
6.1 Delivery 12
7. Acknowledgements 15
1. Foreword | Exploration Strategy 3
1. Foreword
The Oil and Gas Authority (OGA) was established
to regulate, influence and promote the UK oil and
gas industry, in conjunction with other regulatory
authorities, and has a range of powers to deliver
this remit.
2. Executive summary
The OGA is committed to maximising the economic The Exploration Strategy is supported by a number of
recovery of hydrocarbons from the UKCS through other strategies, including:
safe and cost effective exploration and appraisal
(E&A) activities. These activities must encompass • Asset Stewardship Strategy – Applies across
the full range of undiscovered and undeveloped the exploration and production (E&P) lifecycle
opportunities within the UK, including frontier and and consists of four main elements: a set of
mature area potential, in order to deliver value that stewardship expectations, industry data surveys,
supports and extends the life of producing hubs as benchmarking, and stewardship reviews
well as new field developments. • Information Management Strategy – Efficient
This Exploration Strategy supports the MER UK exploration and robust subsurface technical
Strategy and has three priority areas: evaluations must be supported by data which are
comprehensive, high-quality and up-to-date
• Regional exploration – Promoting exploration
opportunities in the UK through both regional and • Technology Strategy – The OGA is working with
targeted approaches industry, the research community, the Oil and Gas
Technology Centre (OGTC) and government to
• Licence and work programme stewardship – develop, deploy and promote new technologies
Regulating the optimal use of the UK’s acreage and techniques to fully unlock UKCS potential and
through licensing activities and stewardship enable expansion into the global export market
• Subsurface technical assurance and portfolio The Exploration Delivery Programme for revitalising
management – Influencing the technical work exploration activity on the UKCS, centred on the
carried out by licensees in order to improve three priority areas, will be published separately.
exploration performance and ensure prospective
resources are efficiently and fully exploited
3. Introduction | Exploration Strategy 5
3. Introduction
In order to maximise the economic recovery of oil Such regional evaluations require efficient access to
and gas resources from the UKCS, exploration and a comprehensive and high-quality well and seismic
appraisal activity must be revitalised in both mature database on a basin-wide scale, incorporating
and frontier plays. This is a considerable task against lessons learned from both success and failures.
a backdrop of the recent fall in the oil price and Ideally a portfolio approach should be taken when
relatively high costs. selecting which wells to drill within the national
prospect inventory and the commercial partnerships
However, the need for this revitalisation is carrying out such activity should be prepared to
urgent, given the decline in production from share more knowledge and the risk and rewards of
existing infrastructure and the consequent risk of such exploration opportunities.
premature cessation of production and potential
decommissioning of critical hub facilities. Enabling and supporting these activities requires a
fit-for-purpose licensing framework that provides
This is exacerbated by pressure on the supply chain, the conditions to execute work programmes and
which has resulted in the stacking and scrapping of commercial activities. The OGA is undertaking a first-
rigs and seismic acquisition vessels and job losses principles-based review of the licensing regime for
within a highly specialised and skilled workforce. the UKCS to ensure it is fit-for-purpose.
E&A activity in the UK fell to its lowest level for The OGA has been stimulating and supporting
many years in 2015 with just 13 exploration and 13 ongoing industry activity.
appraisal wells drilled. E&A must be appropriately
stimulated and supported in order to encourage An example of this includes the introduction of the
increased drilling of Prospective and Contingent Innovate Licence, which offers a flexible approach to
Resource portfolios (refer to Figure 1). licensing and allows licensees to work with the OGA
to design an optimal work programme. This enables
Efficient and successful exploration requires more appropriate phasing of activity, rental fees and
evaluations of subsurface risk and uncertainty at the competency tests and implements a stage-gate
‘regional’ and ‘play’ level so that dependencies at the process for effective monitoring of progress.
local lead and prospect level can be quantified and
understood in order to secure an optimal drilling and
investment strategy.
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6 4. Current status | Exploration Strategy
4. Current status
4.2 The current situation The companies which have been the most
successful explorers in recent years have invested
The discretionary nature of exploration expenditure has most aggressively in modern seismic surveys.
resulted in reductions in activity and capability within Such geophysical activity needs to be stimulated
companies of all sizes. Some companies are now as a first step towards prospect generation,
actively taking advantage of heavily discounted rigs reducing subsurface uncertainty and polarising risk,
and vessels and selectively acquiring interests in new which should ultimately lead to more high-quality,
assets and prospects; however others are struggling drillable, exploration opportunities. The OGA is
to meet their obligations and finance their debt. providing parallel support by promoting the industry
internationally to create new inward investment and
While the OGA is maintaining flexibility with regard renewed innovation and skills.
to licences and work programmes, some partner
misalignments and a stagnant divestment/acquisition
1
Richmond Energy Partners (2016) Surviving the Perfect Storm: The State
market have resulted in a number of E&A projects
of Exploration 2016. Presentation by Keith Myers at APPEX Conference,
stalling. The UKCS has a large inventory of prospects London, 1 March 2016. Available online at http://www.richmondep.com/
and unappraised/undeveloped discoveries, with up to document/the-state-of-exploration-appex-2016/
9.2 billion barrels of oil equivalent (boe) undiscovered
resource potential2. 2
https://www.gov.uk/guidance/oil-and-gas-uk-field-data#uk-oil-and-gas-
reserves-and-resources
5. Strategic themes, objectives and targets | Exploration Strategy 7
5. Strategic themes,
objectives and targets
5.1 Introduction
The OGA Corporate Plan 2016–2021 defines the following OGA priority for revitalising exploration.
OGA Implementing a licensing regime that encourages high levels of exploration, using analysis
Priority and insights to proactively influence and help incentivise exploration on the UKCS.
Exploration is not only a means of establishing Exploration activity must be undertaken across a
new field developments, but is also important for range of opportunities, from higher-risk/high-reward
supporting continued production from existing critical prospects to lower-risk/lower-reward near-field
hubs. It is difficult to be prescriptive about the activity prospects.
levels required for success across the UKCS’s diverse
portfolio. A skilful balance of interventions that tackles the
underlying technical, economic, commercial and
The estimated number of E&A wells required to operational issues needs to be implemented,
replace the projected decline in reserves through recognising that a broad spectrum of measures is
production, using current discovery rates and likely to be more successful than any single remedy.
volumes, is in the region of 50 wells per year.
The OGA Corporate Plan 2016–2021 identified 10
To reach this target over the next five to 10 years will actions required to revitalise exploration activity in the
require opportunities to be matured progressively to UKCS for the direct benefit of MER UK. These actions
be ready to drill, supported by technical personnel. It support three strategic priorities and are summarised
also requires improvements in information and data in Figure 2.
access and analysis along with sustained capacity in
the supply chain. The MER UK Strategy sets out obligations in relation
to exploration.
A crucial attribute of a successful E&A portfolio is a
balance of risk versus value-based reward that delivers
an optimum return on investment through investing in
the efficient frontier3.
3
Rose, P.R. (2001) Risk Analysis and Management of Petroleum Exploration
Ventures, AAPG. ISBN-13: 978-0891816638
8 5. Strategic themes, objectives and targets | Exploration Strategy
5.2 Regional exploration (promotion) 5.3 Licence and work programme stewardship
(regulation)
This will involve promoting exploration opportunities
in the UK through both regional and targeted The OGA is regulating the optimal use of the UK’s
approaches, including sharing knowledge, high-quality acreage through licensing activities and work
data and best practice. In addition to supporting programme stewardship and is ensuring that work
continued drilling activity in mature areas, the obligations or equivalent are delivered by licensees.
exploitation of new and emerging plays needs to be
encouraged and appropriately incentivised.
The MER UK Exploration Board, supported by the The OGA is fully implementing flexible licensing through
OGA, sets strategic direction, priorities and work the Innovate Licence and will award acreage in the 29th
streams Offshore Frontier Licensing Round
The OGA is working with industry and government to The OGA is ensuring licence management is efficient
explore ways to promote and incentivise exploration in and fit-for-purpose for all licence holders. The OGA is
frontier and mature areas of the UKCS and promote the identifying barriers to planned activity and facilitating
UKCS internationally their resolution
Medium-term actions
Near-term actions
Medium-term actions
Purpose To
What
Regional Exploration
Strategic Priorities
Promote and incentivise exploration activity
across the UKCS
• Play-based exploration •D
Strategic Themes • Sharing of high-quality data and knowledge •E
• Global promotional activities •M
s exploration activity within the UK, allowing industry to create value through drilling
nd mature area prospects, leading to the discovery of new oil and gas reserves
egulating the optimal use of the UK’s acreage through licensing Influencing the technical work carried out by licensees to improve
nd licence stewardship. Ensuring work programmes are exploration performance and to exploit prospective resources
elivered by licensees and enforcing licence obligations. efficiently and fully through selective activity and shared drilling
campaigns. Ensuring technical and commercial alignment of
partnerships within, and across, joint venture groups.
• 21st Century Roadmap Initiative – Creating a • Working with HM Treasury and HMRC –
five-year plan of regional subsurface studies to Continuing to support HM Treasury and HMRC
support ongoing exploration initiatives and future by providing updates on the current state of
licensing activities the market, discussing concepts, ideas and
opportunities for potential intervention, including
non-fiscal measures
6. Implementing the Strategy | Exploration Strategy 13
In addition to working closely with the MER UK • Promoting the adoption and application of new
Exploration Board and associated work groups, the geophysical technologies and techniques
OGA is undertaking further complementary work as
well as working with other industry stakeholders. • Championing UK expertise in structural geology,
This includes subsurface technical evaluations stratigraphy, reservoir modelling, and many other
targeted at generating and maturing prospects in specialist domains
open acreage, in addition to OGA investment in • Small pools and well cost reduction work, co-
regional and play maps. ordinated by the MER UK Technology Leadership
Additional work which supports and complements Board, exploring the use of technology to reduce
the Strategy, includes: cost and unlock some of the 300+ undeveloped
discoveries within the UKCS
Asset Stewardship Strategy
• Supporting academic research communities
• Places a number of expectations on industry in working towards improving exploration success
areas such as exploration at the play and prospect scale and maximising
recovery at the reservoir and pore scale
• Sets out expectations on gathering appropriate
data for performance analysis, tracking and MER UK Supply Chain, Exports and Skills Board
benchmarking
• Assisting capability in skills, new business models,
• The OGA will influence positive outcomes through and growing supply chain exports potential
face-to-face stewardship reviews with operators,
including licensing and subsurface technical
discussions
Key stakeholders and their relative degree of involvement with the OGA are indicated in Figure 3.
en Bo
Ag
Geological Society
ar
ov IADC PESGB d
G
Supply chain,
s
BRINDEX exports and skills
Coal
Authority Geoscience
Service Sector UKOGL
CCS Association Cost and Decommissioning
Te
Efficiency
ch
ts
no
rtm
Investors &
log
The Crown Asset
Estate Lenders Stewardship
y&
epa
Scottish
Enterprise Oil & NERC
Non-UK Regulators CDA
Gas UK
Technology ITF
Resea
Gov D
Degree of Involvement
7. Acknowledgements
This Exploration Strategy has been compiled with the help, input and advice of many people and organisations.
The OGA would like to acknowledge the following specific contributors:
The MER UK Exploration Board, comprising Additional advice and input has been
representation from the following organisations: provided by:
• BP • HMRC
• Chrysaor • HM Treasury
• ENGIE
Oil and Gas Authority is a limited company registered in England and Wales with registered number 09666504 and
VAT registered number 249433979. Our registered office is at 21 Bloomsbury Street, London, United Kingdom, WC1B 3HF www.ogauthority.co.uk